外文翻译--建立高员工敬业度的企业文化(编辑修改稿)

外文翻译--建立高员工敬业度的企业文化(编辑修改稿)内容摘要：

e power to surprise,” something Kia wanted to reflect internally. 3. Internal munications To support the improvement of internal munications, a number of tools to facilitate greater organizational munications were introduced. These included quarterly employee briefings and a more rigorous use of performance management to ensure appraisals were pleted 100 percent across the organization by all employees – something that was achieved for the first time in 2020. A new corporate intra, Kia Vision, was also launched. This was very much positioned around being an enabling tool to improve munications across the organization. The content was a bination of key business information, presentations and provision of some more lighthearted mentary to help build a sense of togetherness across the various departments. Following some focus groups with employees, it was also decided to set up an employee forum that consisted of at least one representative from each department. This in particular has proven to be a useful tool to support employees in raising items of concern. To further ensure transparency the minutes and agreed conclusions of the meeting are published for all to see. 4. Organizational development This intervention was in many ways the mostwide ranging. One of the most significant changes made in early 2020 was the removal of all employee bonuses. HR led the negotiations with the relevant employees, gaining universal support for the removal of bonuses with a collective offer of a fixed rate percentage increase to employees39。 base salary. The rationale behind this was the belief that the bonus culture within the organization was creating an environment of shorttermism and leading individuals, on occasion, to place personal gain over the longterm interests of the pany. The organization was very much following the maxim of Goodhart39。 s law – when a measure bees a target, it ceases to be a good measure, . the incentive itself distorts the behavior making the measure itself an unsatisfactory way of assessing performance. Given the economic experience of the credit crunch and allegations directed at the banking and finance industries, Kia believes it was very much ahead of the curve in eradicating the bonus culture. It also pletely rewrote the employee handbook and all HR policies and procedures to ensure they were aligned with the cultural values. Other changes made included improving employee benefits by introducing child care vouchers, increasing holiday allowance and introducing a dress down Friday to support a more relaxed culture. 5. Employee development The organization also ensured that nonmanagement employees received training to support them in both their role and career development. Through Kia39。 s appraisal process, training needs analyses were collected across the organization and utilized to create a clear training plan for each employee, aligned with their career aspirations as expressed in their annual appraisal. Control: measuring the success of the strategy Between the launch of the engagement strategy in March 2020 and October 2020, Kia experienced for three consecutive years improvements across all four of its key objectives: Increase the average score across the five direct line manager indicators by 10 percent. Kia includes the five indicators that measure direct line manager performance within its employee survey. From the time the leadership program began, to the pletion of the course, there was a 14 percent average increase from 64 percent to 78 percent in the measurement scores. What is most encouraging is that over one year after this program ended the improved scores have remained – demonstrating the sustainability of the intervention. Seek an increase in the employee survey results on the 12 key engagement indicators. In the survey utilized by Kia Motors (UK) there are 12 key indicators that the pany utilizes to measure engagement across the business. These。